Combined Arms

United After the Uniform

Houston, TX   |  www.combinedarms.us

Mission

To unite the community to accelerate the positive impact of veterans on Texas.

Ruling year info

2016

CEO

Mr. Mike Hutchings

Main address

2929 McKinney

Houston, TX 77003 USA

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EIN

47-5648923

NTEE code info

Military/Veterans' Organizations (W30)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Veterans and their families lack awareness of resources when they move to a new community. Veterans and their families have a complex set of needs that require holistic resources. Veteran serving organizations lack the ability to provide holistic care to veterans. Veteran serving organizations are fragmented and do not coordinate. There is no access to a holistic data set shared by organizations.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Integrated Technology System

Provides veterans with a self-assessment tool that connects them to more than 530 social services resources provided by our 100+ member organizations.

Population(s) Served
Veterans
Families

The CAX Transition Center hosts 13 veteran serving organizations on a daily basis that provide a number of services. Each member organization has access to office and meeting space, including infrastructure, at no cost to them.

Population(s) Served
Families
Veterans

Where we work

Videos

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of clients served

This metric is no longer tracked.
Totals By Year
Population(s) Served

Families, Immigrants and migrants, Veterans

Related Program

Transition Center

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

Combined Arms has steadily increased the number of clients we've served by connecting them to social services. For 2021, we're on track to serve over over 45,000 clients.

Number of independent organizations served

This metric is no longer tracked.
Totals By Year
Population(s) Served

Veterans

Related Program

Transition Center

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

Combined Arms has steadily increased the number of member organizations each year, with over 300 in our queue for 2021.

Number of referrals to resources offered

This metric is no longer tracked.
Totals By Year
Population(s) Served

Veterans

Related Program

Integrated Technology System

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

Combined Arms' member organizations have grown to provide coverage on more than 750 social services for veterans, family members, and special immigrant visas.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Inform veterans & families of resources available to them, and inform the community of their most valuable assets, veterans.

Create a culture of collaboration among veteran serving organizations to drive efficiencies and reduce redundancies.

Create a system of organizations capable of providing coordinated holistic resources and streamlining the connection between them.

Create a technology system capable of measuring the interactions between veterans & families and organizations that serve them, and making that macro-shared data available to them community.

2019 Strategic Plan:

Strategic Objective 1 (SO1): Scale our strategy, operations, and tactics to serve more member organizations and more veterans (Phase III - Acceleration).

Strategic Objective 2 (SO2): Optimize our processes impacting member organization collaboration, technology platform usage, and client experience (Phase IV - Optimization).

Strategic Objective 3 (SO3): Replicate our model in other communities in order to develop new and innovative best practices that can positively impact the optimization of the system (Phase V - Replication).

Enabling Objective 1 (EO1): Develop diverse revenue streams and support mechanisms that fuel the system for scalability and sustainability over time.

Enabling Objective 2 (EO2): Ensure Combined Arms continues to attract and retain the most qualified and dedicated staff and board members to accomplish our mission, vision, and strategic objectives.

Through our collaboration program, we provide actionable data to our member organizations and opportunities to collaborate during quarterly collaborative committee meetings and an annual convening. This is where organizations meet and set goals to make progress toward the Strategic Objectives.

Through our technology system, streamline the connection between veterans and organizations but also provide virtual collaboration and relevant dashboards to indicate progress toward goals.

Our marketing program (an inbound marketing program) drives growth of veterans.

Selected by the Texas Workforce Commission for a multi-year investment to expand Combined Arms methodology, accountability, and technology across the state of Texas to create the first interconnected state for veterans services.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.

  • How is your organization collecting feedback from the people you serve?

    SMS text surveys, Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Community meetings/Town halls,

  • How is your organization using feedback from the people you serve?

    To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve,

  • With whom is the organization sharing feedback?

    Our staff,

  • Which of the following feedback practices does your organization routinely carry out?

  • What challenges does the organization face when collecting feedback?

    It is difficult to find the ongoing funding to support feedback collection,

Financials

Combined Arms
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Operations

The people, governance practices, and partners that make the organization tick.

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lock

Connect with nonprofit leaders

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Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Combined Arms

Board of directors
as of 02/22/2022
SOURCE: Self-reported by organization
Board chair

Mr. Bryan Foster

Deloitte

Term: 2016 - 2019

John Boerstler

NextOp

Mea Williams

Grace After Fire

Barry Mattson

The Mission Continues

Brian Ivany

CAMS

Andy Puhala

Modern Group

David Nightingale

Rockwater Energy

Matt Mato

Kelley Construction

Carl Salazar

HomeAid Houston

Kelsey Smith

Sunnova

Steven Hummer

USMC (Ret.)

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 3/24/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person with a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

Equity strategies

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.